Viewpoint Sept 2016

05/10/2016

Future Purchasing Viewpoint

Mark Webb

Managing Director,
Future Purchasing

Welcome to the September edition of FP Viewpoint.

We have been working on a number of supplier management programmes during Q2-Q3
and we recently took some time to distil out the practical learnings and strengthen
our standard supplier management programme and process toolkit. Three key building
blocks emerged and we have summarised these in our latest insight guide.

Future Purchasing can benchmark your Category Management capability using our
Catman Adoption Framework™
. This confirms the scale of additional benefit available to your organisation by
optimising Category Management. We compare you against “world class” performance
across 100 criteria and work with you to prioritise the improvement areas, develop
an implementation roadmap and quantify the additional value available. The process
takes 3-5 days and we believe this is the most effective way to
start unlocking the 49%-111% additional value available from Category Management.

“Three Key Building Blocks of a Practical Supplier Management Programme”

There is a risk that supplier programmes can quickly get too complicated. Our latest
Insight Guide strips out the filler and identifies three areas that form the basis
of a practical supplier management programme.

Time is ticking, however there are still seven days left if you have not yet participated
in our globally renowned 2016-17 Category Management Survey.

In 2014, over 300 people from 40 countries took part and the results identified
the leading practices that drive Category Management performance. This year we will
be focusing on building the business case for category management.

What is it?
A 15 minute survey with multiple choice questions in seven different sections. You
can share your views on the current state of Category Management in your organisation.

What's in it for you?
We will publish and share the final report with participants in advance. We will
also benchmark your organisation versus other participants.

Why do we do it?
We want to provide insights that will allow participants to become better at Category
Management and build a business case for investment. This includes:

Identifying
the most powerful practices being used by Leaders to make Category Management work.

Practical recommendations
on how to implement the powerful practices identified